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To build a strong workforce for the future, the industry must engage the next generation of talent today.
Before Hisham Issa began his co-op placement at Sovereign Insurance, a career in the insurance sector was not something he had considered. Like many students, the computer science major assumed it was a world filled with routine tasks like data entry, with little collaboration or social interaction. It didn&rsquo;t take long for him to change his mind.&nbsp;
&ldquo;There are plenty of opportunities to learn the world of business and how it operates, to meet people, and to grow a network of folks from different backgrounds,&rdquo; he says. &ldquo;It also offers opportunities to grow your own skill set&mdash;whether in underwriting, communication, management, or workflow.&rdquo;&nbsp;
As an intern in Professional and Management Liability, Hisham had a hands-on role. &ldquo;From the very beginning, it was clear that Sovereign values curiosity, initiative, and giving students real responsibility,&rdquo; he says. &ldquo;I liked that it wasn&rsquo;t just about shadowing people, but contributing to projects that had a real impact. On top of that, the culture felt welcoming and collaborative.&rdquo;&nbsp;
Hisham&rsquo;s experience reflects growing recognition of the need to engage and invest in young professionals: They bring fresh energy, curiosity, and long-term potential to an industry that&rsquo;s often overlooked&mdash;but is rich with purpose and possibility.&nbsp;
For Claire Bull, insurance also wasn&rsquo;t the obvious career choice. A student in Seneca&rsquo;s Fire Protection and Technology program, she initially imagined a career in firefighting. But after a class briefly introduced students to the insurance industry, Claire found herself genuinely interested. &ldquo;In doing research, I found various risk management and risk engineering roles, which sparked my excitement and motivated me to explore this path through a co-op position,&rdquo; she says.&nbsp;
As a summer student in Sovereign&rsquo;s Risk Engineering department, Claire didn&rsquo;t just observe&mdash;she had an active role. &ldquo;First, I shadowed multiple colleagues on risk inspections and towards the end of my placement, I was able to lead my own and complete reports for underwriting,&rdquo; she says.&nbsp;
From inspecting buildings to handling administrative projects to meeting with clients, Claire says working in the Risk Engineering department exceeded her expectations. &ldquo;They&rsquo;re very flexible in their forms of work, whether you&rsquo;re travelling, completing independent tasks, meeting clients, or collaborating with the team,&rdquo; she says.&nbsp;
<h4>Tackling two workforce pressures: retirements and youth unemployment</h4>
Claire&rsquo;s experience, like Hisham&rsquo;s, shows what&rsquo;s possible when young people are given meaningful exposure to the sector early in their career journeys. For both students and organizations, co-op placements and early career programs create opportunities for mentorship, growth, and learning.&nbsp;
These opportunities are essential, as a large portion of Canadians are nearing retirement. According to a Statistics Canada report, labour force participation has declined since the early 2000s and it&rsquo;s expected to continue until 2030 when the last group of baby boomers reaches age 65.1 In the insurance industry, 8.5% of the workforce in property and casualty is expected to retire within the next few years.2
As that shift unfolds, young people today are struggling to find job opportunities. During the summer of 2025, the unemployment rate for returning students ages 15 to 24 was nearly 18%&mdash;the highest number since the summer 2009 (18%), excluding the pandemic year of 2020.3 With significant barriers for workforce entry, co-op programs in the insurance industry are even more valuable for today&rsquo;s youth. These placements give students the opportunity to learn new skills, gain confidence, and get exposure to a dynamic industry.&nbsp;
&nbsp;&ldquo;With these roles there is always room for growth, which will keep a young person driven to their goals,&rdquo; says Claire. &ldquo;Insurance is always evolving as the world throws many different risks our way that we must adapt to&mdash;and this builds excitement in the industry. When you work in the insurance industry, you&rsquo;re making a meaningful impact.&rdquo;&nbsp;
Claire also highlights the bigger role insurance plays beyond being a financial safety net for clients. &ldquo;Sovereign protects not only physical assets but also the livelihoods of people who rely on them,&rdquo; she says. &ldquo;The risk engineering department promotes risk awareness and helps businesses stay on the road of safety. Insurance helps to avoid loss and make communities and businesses stronger.&rdquo;
Hisham echoes that sentiment, observing that insurance isn&rsquo;t just about transferring risk&mdash; it&rsquo;s about enabling growth and stability. &ldquo;It&rsquo;s easy to think of it as paperwork and policies, but in reality, it&rsquo;s about resilience and making sure both individuals and businesses can keep moving forward,&rdquo; he says.&nbsp;
<h4>Cultivating industry resilience with future-ready talent</h4>
Building resilience starts with investing in young talent, and broker leaders have a unique opportunity to shape that future by opening doors to young professionals. When evaluating their talent pipeline, they can consider key questions:&nbsp;
<ul>
<li>What co-op, internship, or entry-level opportunities can we create or expand to attract and develop young talent?</li>
<li>&nbsp;How can our recruitment and onboarding processes be tailored to the needs of new talent?</li>
<li>&nbsp;What mentorship and growth opportunities can we provide for long-term success?</li>
</ul>
By reflecting on these areas and taking meaningful steps, brokers can shape the next generation of insurance talent, ensuring continuity and innovation.
For students and recent grads, Claire highlights the wide range of opportunities in the industry&mdash;spanning healthcare, technology, construction, business, and more. &ldquo;There is always something for someone; it offers so many different career paths such as underwriting, claims, cyber, risk management, technological roles, and more,&rdquo; she says.&nbsp;
She offers this advice to young people considering the industry: &ldquo;Keep an open mind and take every opportunity there is to learn. There will always be a place for you to grow and thrive.&rdquo;

Sources: 1Global News, &ldquo;<a href="https://globalnews.ca/news/10683493/baby-boomers-retirement-labour-impact/" target="_blank" rel="noopener">Can Canada&rsquo;s labour force rebound after baby boomers retire?</a>&rdquo; Aug. 7, 2024. 2Canadian Underwriter, &ldquo;<a href="https://canadianunderwriter.ca/news/industry/addressing-a-shortage-of-qualified-commercial-underwriters/" target="_blank" rel="noopener">Addressing a shortage of qualified commercial underwriters</a>,&rdquo; Nov. 28, 2023, updated Oct. 30, 2024. 3Statistics Canada, &ldquo;<a href="https://www150.statcan.gc.ca/n1/daily-quotidien/250905/dq250905a-eng.htm" title="" target="_blank" rel="noopener">Labour Force Survey, August 2025</a>,&rdquo; Sept. 5, 2025.&nbsp;

Investing in Tomorrow: Engaging the next generation of talent today

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When diversity, equity, and inclusion (DEI) first took hold in the workplace, it often took the form of standalone initiatives: training sessions, task forces, and one-off programs. While these were well-meaning efforts, they weren&rsquo;t enough to drive lasting cultural change on their own.&nbsp;
Organizations that have made DEI central to their leadership are seeing tangible results. In Canadian Underwriter&rsquo;s 2025 DEI Survey, sponsored by Sovereign Insurance, a resounding 90% of brokers cite benefits to workplace DEI initiatives. Mutual respect and a welcoming environment top the list of benefits (70%), followed by fairness and transparency in policies (52%). Nearly half (48%) say DEI initiatives encourage personal growth.&nbsp;
When it starts at the top, DEI isn&rsquo;t about another committee meeting or training session. Leaders who embed DEI create a ripple effect &mdash; strengthening workplace culture and setting the tone for fairness, respect, and accountability.&nbsp;
The survey also found that brokerages with diverse leadership teams are more likely to support DEI across all levels &mdash; and report fewer negative workplace experiences. Brokers cite several key reasons for supporting DEI initiatives: They believe it creates fair opportunities for all (78%), fosters unity and collaboration (56%), and builds authentic representation (49%). Additionally, DEI initiatives are seen as enhancing innovation and problem solving &mdash; ultimately making work easier or better (43%).&nbsp;
Research supports the idea that when leaders prioritize DEI, it encourages &ldquo;a trickle-down effect,&rdquo; fostering an inclusive environment at all levels. For instance, studies show that leadership buy-in is critical for successfully implementing DEI programs and policies. And when employees see that their leaders are genuinely committed to fostering an inclusive workplace, and actively participating in meaningful change, they&rsquo;re more likely to support and engage in DEI practices themselves. This alignment between leadership and organizational values reinforces DEI as a key driver of business success.1
While embedding DEI throughout the organization may seem like an overwhelming task, it doesn&rsquo;t need to be complicated. Leading inclusively isn&rsquo;t about being perfect, it&rsquo;s about showing up authentically and embracing the small steps that can drive meaningful progress. Being vulnerable as a leader helps build a culture of trust and belonging where DEI can thrive. &nbsp;
<h4>Next steps: Embedding DEI across your organization&nbsp;</h4>
Rather than focusing on sweeping changes, start by evaluating how you can create a ripple effect in your brokerage. Here are a few ways to begin.&nbsp;
&bull; &nbsp; &nbsp;Model inclusive behaviour: Leadership sets the tone for workplace culture. According to Catalyst, leaders have the most direct impact on employee experiences, with inclusive leaders accounting for 45% of employees&rsquo; experiences of inclusion.2 By demonstrating inclusive behaviour &mdash; whether it&rsquo;s using respectful language, modelling empathy, promoting inclusive decision-making, or commending inclusive actions from your team &mdash; you can pave the way for others to follow.3&nbsp;
&bull; &nbsp; &nbsp;Listen actively: Inclusion doesn&rsquo;t happen with leaders doing all the talking &ndash; it&rsquo;s about listening, too. Actively listening is &ldquo;a conscious, deliberate effort to fully understand, interpret, and respond to the messages being communicated by others.&rdquo; 4 To become a better listener, try using nonverbal communication, avoid interrupting, ask open-ended questions, and be present in the moment. The benefits are wide-ranging: Active listening can help foster psychological safety, bridge cultural gaps, empower employee voices, and enhance decision-making.4 &nbsp;
&bull; &nbsp; &nbsp;Make space for diverse perspectives: Beyond active listening, it&rsquo;s crucial to actively seek different and diverse perspectives. Whether through meetings, open forums, or anonymous feedback forms, create an environment where diverse perspectives are valued and your employees feel comfortable sharing their ideas without fear of judgment.5 Embracing diversity of thought brings significant benefits, including enhanced creativity and innovation, increased employee engagement and satisfaction, and improved understanding of customers and markets.6&nbsp;
The changes needed for a more inclusive workplace don&rsquo;t have to wait for the next strategy session or budget planning cycle. Small, consistent actions lay the groundwork for lasting cultural shifts. By making DEI a part of your daily actions and interactions, you help build a culture of respect and fairness. The ripple effect starts with you &ndash; watch as it flows outward throughout the whole organization.&nbsp;
Sources &nbsp; 1 Dinasti International Journal of Economics Financing &amp; Accounting, &ldquo;<a href="https://www.researchgate.net/publication/387485780_Workplace_Diversity_and_Inclusion_Strategies_for_Effective_Implementation_and_Benefits_to_Organizational_Culture">Workplace Diversity and Inclusion: Strategies for Effective Implementation and Benefits to Organizational Culture</a>,&rdquo; October 2024&nbsp; 2 Catalyst, &ldquo;<a href="https://www.catalyst.org/insights/2025/leading-with-inclusion" title="" target="">Business leaders shaping the future of inclusion</a>,&rdquo; Feb. 20, 2025 3 Praxis Labs, &ldquo;<a href="https://praxislabs.co/how-to-be-an-inclusive-leader">5 Ways Leaders Can Model Inclusive Behavior</a>&rdquo;&nbsp; 4 Inclusion Geeks, &ldquo;<a href="https://www.inclusiongeeks.com/how-to-practice-active-listening-for-inclusive-team-success/">How to Practice Active Listening for Inclusive Team Success</a>,&rdquo; Sept. 10, 2024&nbsp; 5 Diversity Resources, &ldquo;<a href="https://www.diversityresources.com/building-better-teams-why-diverse-perspectives-drive-success/">Building Better Teams: Why Diverse Perspectives Drive Success</a>&rdquo;&nbsp; 6 Berkshire Associates, &ldquo;<a href="https://www.berkshireassociates.com/blog/diversity-of-thought-viewing-diversity-inclusion-in-expanded-ways-throughout-the-workplace">How to Harness the Power of Diversity of Thought at Work</a>,&rdquo; July 20, 2021, updated Dec. 6, 2023&nbsp;

Jasmine Sun

Senior Underwriter, MGA Portfolio